WhatsApp appoints Manesh Mahatme to lead India Payments biz

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WhatsApp has appointed Manesh Mahatme to lead its Payments business in India.

“As Director WhatsApp Payments – India, Manesh will focus on enhancing the payments experience for users, scaling the service offering and work towards contributing to WhatsApp’s vision of digital and financial inclusion in India,” said a press statement.

Manesh brings 17 years of experience in digital financial services and payments across Citibank, Airtel Money and Amazon. He joins WhatsApp from Amazon, where he spent close to seven years as Director and Board member of Amazon Pay India and led product, engineering, and growth teams. He was also instrumental in building and scaling the payment experience and platform for Amazon India’s marketplace business.

Manesh graduated from BITS, Pilani (Electronics Engineering) and SP Jain, Mumbai (Management)

“We are excited to have Manesh join our WhatsApp India team. Manesh has been one of key innovators driving the growth of digital payments in India over the last decade, and his experience will help us maximize the impact and scale of payments on WhatsApp. WhatsApp has immense potential to digitally empower people across segments and help accelerate the Government of India’s efforts to drive financial inclusion through UPI and digital payments,” said Abhijit Bose, Head of WhatsApp in India.

Payments on WhatsApp is uniquely placed to be a significant partner in the country’s growth agenda by making digital payments accessible to users across the length and breadth of India. I am super excited to be a part of this growth story,” said Manesh Mahatme.

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IBC cases per RP may be capped, Code of ethics strengthened, BFSI News, ET BFSI

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The Indian Institute of Insolvency Professionals of ICAI (IIIPI) is working on a four-point plan for insolvency professionals.

The plan includes setting limits on the number of permissible assignments for each executive and their role in the prepack package for MSMEs.

The plan

IIPI has conducted study groups on four matters of contemporary topics on enhancing the role of small-sized IPs, response of insolvency regime to Covid, clarifying roles of IPs in respect of prepack framework for MSMEs, and creating code of ethics for our professional members.

The reports of these study groups are may take a month to complete.

The self-regulator and IBBI are aiming to strike a balance between resolution professionals coming from large institutions and standalone individual IPs, with the latter often finding themselves at a relative disadvantage in comparison with executives from top-draw consultancies.

IIIPI is also set to recommend urgent covid-response measures that IPs will likely follow in proposing any resolution plan. The quasi-judicial body is also defining a prudent role of IPs in the pre-packs.

IIIPI is drawing on best practices to craft a role for MSMEs, where promoters face default occasions due to macroeconomic environment or policy changes.

It has tapped legal expertise in the UK where prepack packages are a hit.

IIIPI is drawing a code of ethics by adding more clauses to the IBBI statute already available.

The recommendations would need to be approved by both the Insolvency and Bankruptcy Code of India (IBBI) and the government.

There are 3,500 insolvency professionals, three insolvency professional agencies, 80 insolvency professional entities, 4,000 registered valuers, 16 registered valuers’ organisations and one information utility.

IBC cases per RP may be capped, Code of ethics strengthened

IBC so far

Since the provisions of the Corporate Insolvency Resolution Process (CIRP) came into force on December 1, 2016, a total of 4,376 CIRPs have commenced till the end of March this year.

Out of the total, 2,653 have been closed, including 348 CIRPs that ended in approval of resolution plans. As many as 617 CIRPs were closed on appeal or review or settled, while 411 were withdrawn and 1,277 ended in orders for liquidation, as per IBBI’s latest quarterly newsletter.

Significant improvements in the score for resolving insolvency made doing business in India easier and the emergence of new markets for resolution plans, interim finance and liquidation assets are among others.

Apart from the few missing elements such as cross border and group insolvency to complement corporate insolvency, an institutional framework for grooming a cadre of valuers is sometime away.

As compared to the previous regime which took nearly five years for a conclusion, the process under the Code yielding a resolution plan takes on average 400 days. It, however, falls short of intended 180/270 days.



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Less than 4% of bankrupt realty firms see resolution at IBC, homebuyers hit hard, BFSI News, ET BFSI

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Five years after the Insolvency & Bankruptcy Code (IBC) was notified, only eight resolution plans have been approved although some 205 cases had been admitted until March 2021.

That translates into a success rate of under 4%, making it the worst-performing sector, barring computer and related activity.

The highest resolution is 10% for manufacturing where 178 of the 1784 admitted cases were resolved, followed by 7% for construction where 32 of 458 cases were resolved.

The hiccups

Unlike other sectors, there are more complexities in real estate. The rules keep evolving, which makes it difficult to comply with newer guidelines when a developer looks to take over a project.

For banks, the primary focus of the resolution exercise is to minimise the hit that they have to take on their loans and maximise the gains. In contrast, homebuyers want a more stable company to take over the company even if it means that lenders have to take a haircut.

A fall in real estate prices has complicated matters, making the project unviable for resolution applicants. In many cases, funds have been diverted and the debtor company doesn’t have sufficient money to construct the units. There are other complications when land is owned by more than one entity and needs to be combined, but in IBC there are no project or group insolvency provisions.

Less than 4% of bankrupt realty firms see resolution at IBC, homebuyers hit hard

Financial creditor status

The Supreme Court has upheld amendments to the Insolvency and Bankruptcy Code (IBC) that introduced a minimum threshold of 100 home buyers or 10% of the total allottees of a project, whichever was lower, for initiating the insolvency process against a defaulting developer. The homebuyers had not taken kindly to these amendments on the ground that in every other category even a single creditor could by itself move the insolvency court.

They had argued that this was discriminatory and placed homebuyers at a disadvantage as they would have to herd a minimum number before they could act against any errant builder. It was also time-consuming, they had claimed in court.

Before these amendments were made, even a single buyer with claims of at least ₹1 lakh could move the National Company Law Tribunal (NCLT) seeking insolvency proceedings against any builder. The amendments had been brought in after a top court ruling, which placed homebuyers on par with other financial creditors.

Some of the petitioners were money lenders, who had to also fulfil the same requirements to recover their monies lent to the builders for their real estate projects.

Defending the law, the government had said that it reduces multiplicity of cases in the NCLT and ensures quick disposal.



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A $27 billion pile of debt looms over India’s new bad bank, BFSI News, ET BFSI

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By Upmanyu Trivedi and Rahul Satija

A bad bank in India that’s expected to launch this month may help reduce one of the world’s worst bad-loan piles but market participants say it’s a long path ahead.

The new institution, which is set to start operations by the end of June, is likely to handle stressed debt worth 2 trillion rupees ($27 billion) over time, according to a BloombergQuint report. That would be about a quarter of the nation’s non-performing debt load. By housing bad loans of many lenders under one roof, the entity should help speed up decision-making and improve bargaining power when resolving these assets.

But for India to overcome its struggles with bad debt and stabilize the financial system of Asia’s third-largest economy, more fundamental problems with insolvency laws introduced in 2016 need to be addressed, investors say. Their confidence in the country’s bankruptcy reforms has been shaken as creditors’ recovery rates fall, delays in closing cases increase, and liquidations exceed resolutions in the insolvency courts.

Market participants will be watching whether the bad bank focuses on actually resolving the assets rather than keeping them like a warehouse, and whether its team includes appropriate industry and turnaround experts.

“The proposed bad bank is useful as a one-time clean-up exercise of the bad loans that are pending resolution for years now,” said Raj Kumar Bansal, managing director at Edelweiss Asset Reconstruction Co. “But it’s not a long-term solution in dealing with the stressed assets,” he said, adding that bankruptcy reform is key.

Less than one in 10 companies admitted in the insolvency courts is getting resolved while a third are facing liquidation, data compiled by Insolvency and Bankruptcy Board of India show. The recoveries for financiers from the resolved cases have also dropped to 39% of dues as of March from 46% a year earlier. And if the top nine cases by recovery are excluded, lenders received just 24% of dues, according to Macquarie Capital.

“India’s bankruptcy reforms started off well but they have slowed currently,” said Nikhil Shah, managing director at Alvarez & Marsal India. “Prolonged delays in resolutions, lengthy court battles, and uncertainty of recoveries post-approval of resolution plans are pushing many potential investors away” from the bankruptcy process, he said.

A $27 billion pile of debt looms over India’s new bad bank
Shah expects the delays in resolutions to worsen further unless the government and judiciary address some of the primary issues, by for example increasing the number of judges and investing in digital infrastructure to boost productivity.

Indian Banks’ Association, which is helping with plans for the proposed bad bank, and Insolvency and Bankruptcy Board of India, didn’t immediately respond to emails seeking comment.

For now, Indian banks will be happy to finally kick away some of the stressed loans to the proposed entity. The sector’s bad-loan ratio is is set to almost double to 13.5% of total advances by the end of September, India’s central bank said in a report published before the second wave of coronavirus infections hit the country.

“Stressed loans have taken far too much management time across the industry in the past couple of years,” Prashant Kumar, chief executive officer at Yes Bank Ltd., told Bloomberg. “This bad bank will help shift focus from resolving soured loans to improving credit growth.”



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Gold loan demand is expected to spike after lockdown: Indel Money CEO

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Pledging of household gold is expected to go up across states with the gradual easing of lockdown restrictions, according to Umesh Mohanan, Executive Director and CEO, Indel Money, a Mumbai-based NBFC.

He says that customers are strapped for cash to honour committed outflows. The virus has been deadly this time with rising infection rate, caseloads and number of deaths, forcing people to borrow more. All these have added to the financial woes of the common people, he adds. Edited excerpts of an interview:

What is the outlook on gold loan for the current fiscal? And what will drive the growth of gold loans?

The outlook for gold loan demand is positive and the demand will be fuelled by healthcare requirements, pandemic-driven uncertainty, the limitations of the banking sector to serve gold loan demand at the earlier pace due to decreased gold prices and end of 90 per cent LTV lending on last March 2021, apart from increased credit crunch due to the prevailing policies.

Our gold loan book has registered around 40 per cent growth in FY20-21. We expect around 50 per cent plus growth in FY21-22, thanks to our expanded geographical presence.

Has there been growth in the gold loan business in April and May of FY22 compared to the same period last year?

The branches in locations with reduced restrictions on movements have witnessed larger pent-up demand in comparison to last year. The industry has been growing at over 25 per cent. Gold loan demand is expected to spike after the lockdown and the post-lockdown demand growth is expected to surpass growth registered during the post lockdown period last year.

Also read: Borrowers to get option to repay a part of the Gold (Metal) Loan in physical gold

Recently, gold loan NBFCs auctioned record tonnage of pledged gold through auctions. Does this point to the growing credit risks for firms offering short-term loans?

Truly, at this point when cash flow is constrained for the common consumer, the facility to keep their gold live by remitting interest and continuing at their original LTV would be a better option than the short-term loans. The consumers have to settle interest along with principal within a short period of time, and correspondingly re-pledge at relatively lower LTV. This will result in huge cash outflow for the customer, in comparison with the longer-tenure schemes.

What are your plans for the company?

We are planning to explore various options such as capital injection by the group holding company, raising funds through public NCDs and PE/VC placement for our expansion. We have recently opened 25 branches across Andhra Pradesh and Telangana. We also have plans to enter Maharashtra and Gujarat with our conventional brick-and-mortar format by Q4 FY21-22. We are also planning to set up a support hub in all major cities to spread our doorstep gold loan facility which functions through the network of virtual branches.

We are planning to launch pre-paid cards. Our disbursals are fully automated because of our tie-ups with banks through our app. Existing customers can use our portal or mobile app to extend the exposure of the gold pledged with us on the basis of the prevailing LTV.

We will set up an automated process in which customers can manage the credit line according to their preferences. We are also planning to expand our online gold loan facility to take the branches to the homes of customers as the upper segments of MSMEs are not comfortable visit gold loan company branches during the gold appraisal process.

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After SFB license, Shivalik to raise its first fund of Rs 100 crore, BFSI News, ET BFSI

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The co-operative bank turned Small Finance Bank, Shivalik Bank is going to raise funds for the first time as a small finance bank.

The recently turned SFB is looking to raise Rs 100 crore growth capital from institutional investors.

Harsh Mittal, Chief Financial Officer, Shivalik Small Finance Bank

Harsh Mittal, Chief Financial Officer, Shivalik Small Finance Bank in a conversation talks about the fundraising and expansion plans.

Maiden Fundraise

Mittal said, “This is the first raise we are going to raise funds as a small finance bank and there wasn’t a debt in the market that existed for co-operative banks before and this is the first raise the bank is going to do.”

He added, “We are looking to raise Rs 100 crore in this year and hopefully do it in next quarter for which requisite board approvals are in place. Board has given the scope to increase the amount.”

This is growth capital as the bank has already invested heavily in the digital and tech infrastructures in the past. Mittal said, “Most part of this capital will be used as growth capital towards ramping up disbursements and growing business to achieve our stated targets. This year we want to grow the business by 50% and increase the total business size to Rs 3000 crore and by 2024-25 we want to triple the size by Rs 6000 crore.”

Debt-Equity

Mittal explained that the great part is that the balance sheet has a lot of flexibility as we don’t have much debt on our balance sheet. Most of our capital adequacy is in Tier1 equity so this Rs 100 crore we are largely looking at equity raise and there’s a small component which will also be raised from debt.”

He adds, “80:20 split would be a reasonable number and are appointing investment bankers to run the process for us and the names will be finalised by the end of this month or mid-July.”

The bank is looking to onboard an institutional investor base including insurance companies especially the ones who already are in tie-ups and a couple of private equity players who have been investing in the SFB space. The idea is to broaden the investor base as at the moment it is broadly retail, Mittal said.

Credit Disbursement

The bank’s 50% of the book is secured business loans and will continue to focus on that.

Mittal explains, “One of the differentiating factors for us is that as an SFB 90% of our book is secured either by property or gold collateral. So we are a very secured lender in that sense and only 10% of our book is MFI.”

He adds, “Our focus would be on secured and gold loan business. The gold loan book has doubled in the last year and we plan to increase it further substantially again. Now that lockdowns have eased up we would want to cater to small businesses too.”

Expansion Plans

Shivalik Bank will be opening branches in unbanked regions as per the norm of RBI and is aiming to open 15 branches in FY22.

Mittal said, “This covers us on the regulatory requirement and in addition to regulatory requirement we are also looking at expansion in adjoining states in Delhi & Uttarakhand as we are already present in UP and Madhya Pradesh. On the digital side, we’ve tied up with India Gold for gold-related business and this year we are looking to add more FinTech partnerships which would help us to source customers on the liability side as well.”

Impact of Second Wave

The NPA recognition case in the Supreme Court didn’t allow it to issue recovery notices or proceedings. Mittal explained, “Since that got lifted towards the end of March, April was much better for us as we were able to issue some of the proceedings, and as a result borrower discipline was improved on the secured side.”

There was no major challenge in collection efficiency as due to the secured nature of our book, customers were more amenable discussing how they can improve their position and we don’t have large exposures in any of the currently challenging sectors like hospitality or aviation impacted due to Covid-19. Our book is very granular and the average ticket size is Rs 4 lakhs, said Mittal.

The bank saw restructuring of less than half a percent of its book in FY 20-21 and Gross NPA at 31 March 2021 was 3.9% which is expected to remain largely unchanged in Q1 21-22



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A ₹2-lakh crore worth of debt looms over new bad bank

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A bad bank in India that’s expected to launch this month may help reduce one of the world’s worst bad-loan piles, but market participants say it’s a long path ahead.

The new institution, which is set to start operations by the end of June, is likely to handle stressed debt worth ₹2 lakh crore ($27 billion) over time, according to a BloombergQuint report. That would be about a quarter of the nation’s non-performing debt load. By housing bad loans of many lenders under one roof, the entity should help speed up decision-making and improve bargaining power when resolving these assets.

 

But for India to overcome its struggles with bad debt and stabilize the financial system of Asia’s third-largest economy, more fundamental problems with insolvency laws introduced in 2016 need to be addressed, investors say. Their confidence in the country’s bankruptcy reforms has been shaken as creditors’ recovery rates fall, delays in closing cases increase, and liquidations exceed resolutions in the insolvency courts.

Market participants will watch whether the bad bank focuses on resolving the assets rather than keeping them like a warehouse, and whether its team includes appropriate industry and turnaround experts.

 

“The proposed bad bank is useful as a one-time clean-up exercise of the bad loans that are pending resolution for years now,” said Raj Kumar Bansal, managing director at Edelweiss Asset Reconstruction Co. “But it’s not a long-term solution in dealing with the stressed assets,” he said, adding that bankruptcy reform is key.

Less than one in 10 companies admitted in the insolvency courts is getting resolved while a third are facing liquidation, data compiled by Insolvency and Bankruptcy Board of India show. The recoveries for financiers from the resolved cases have also dropped to 39 per cent of dues as of March from 46 per cent a year earlier. And if the top nine cases by recovery are excluded, lenders received just 24% of dues, according to Macquarie Capital.

Bankruptcy reforms

“India’s bankruptcy reforms started off well but they have slowed currently,” said Nikhil Shah, managing director at Alvarez & Marsal India. “Prolonged delays in resolutions, lengthy court battles, and uncertainty of recoveries post-approval of resolution plans are pushing many potential investors away” from the bankruptcy process, he said.

 

Shah expects the delays in resolutions to worsen further unless the government and judiciary address some of the primary issues, such as increasing the number of judges and investing in digital infrastructure to boost productivity.

Indian Banks’ Association, which is helping with plans for the proposed bad bank, and Insolvency and Bankruptcy Board of India, didn’t immediately respond to emails seeking comment.

For now, Indian banks will be happy to finally kick away some of the stressed loans to the proposed entity. The sector’s bad-loan ratio is set to almost double to 13.5 per cent of total advances by the end of September, India’s central bank said in a report published before the second wave of coronavirus infections hit the country.

“Stressed loans have taken far too much management time across the industry in the past couple of years,” Prashant Kumar, chief executive officer at Yes Bank Ltd., told Bloomberg. “This bad bank will help shift focus from resolving soured loans to improving credit growth.”

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Even gold-obsessed Indians are now pouring billions into crypto

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The cryptocurrency aficionados’ mantra that Bitcoin is equivalent to digital gold is winning converts among the world’s biggest holders of the precious metal.

In India, where households own more than 25,000 tonnes of gold, investments in crypto grew from about $200 million to nearly $40 billion in the past year, according to Chainalysis. That is despite outright hostility toward the asset class from the central bank and a proposed trading ban.

Richi Sood, a 32-year-old entrepreneur is one of those who swerved from gold to crypto. Since December, she’s put in just over 1 million rupees ($13,400) – some of it borrowed from her father – into Bitcoin, Dogecoin and Ether.

And she’s been fortunate with her timing. She cashed out part of her position when Bitcoin smashed through $50,000 in February and bought back in after the recent tumble, allowing her to fund the overseas expansion of her education startup Study Mate India.

Also read: Cryptocurrency: Investors can wait till clarity emerges

“I’d rather put my money in crypto than gold,” Sood said. “Crypto is more transparent than gold or property and returns are more in a short period of time.”

She’s part of a growing number of Indians — now totalling more than 15 million — buying and selling digital coins. That is catching up with the 23 million traders of these assets in the U.S. and compares with just 2.3 million in the U.K.

The growth in India is coming from the 18-35 year old cohort, says the co-founder of India’s first cryptocurrency exchange. Latest World Gold Council data indicated Indian adults under age 34 have less appetite for gold than older consumers.

“They find it far easier to invest in crypto than gold because the process is very simple,” said Sandeep Goenka, who co-founded ZebPay and spent years representing the industry in discussions with the government on regulation. “You go online, you can buy crypto, you don’t have to verify it, unlike gold.”

Regulatory issues

One of the biggest barriers preventing wider adoption is the regulatory uncertainty. Last year, the Supreme Court quashed a 2018 rule banning crypto trading by banking entities, resulting in a trading surge.

However, authorities show no signs of embracing cryptocurrencies. The nation’s central bank says it has “major concerns” about the asset class and six months ago, the Indian government proposed a ban on trading in digital coins – though it has been silent on the topic since.

“I am flying blind,” said Sood. “I have a risk-taking appetite, so I’m willing to take a risk of a ban.”

The official hostility though means many bigger individual investors are reluctant to speak openly about their holdings. One banker Bloomberg spoke to who invested more than $1 million into crypto assets said with no clear income tax rules at present, he was concerned about the possibility of retrospective tax raids if he was publicly known to be a big-ticket crypto investor.

He’s already got contingency plans in place to move his trading to an offshore Singapore bank account if a ban was to be introduced.

Increasing investment

To be sure, the value of Indian digital asset holdings remain a sliver of its gold market. Still, the growth is clear, especially in trading — the four biggest crypto exchanges saw daily trading jump to $102 million from $10.6 million a year ago, according to CoinGecko. The country’s $40 billion market significantly trails China’s $161 billion, according to Chainalysis.

For now, the increasing adoption is another sign of Indians’ willingness to take risk within a consumer finance sector that’s plagued with examples of regulatory short falls.

“I think over time everyone is going to adopt it in every country,“ said Keneth Alvares, 22, an independent digital marketer who has invested more than $1,300 in crypto so far. “Right now the whole thing is scary with regulation but it doesn’t worry me because I’m not planning to remove anything for now.”

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Extension of directions, a setback to depositors

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The extension of directions on scam-hit Punjab and Maharashtra Co-operative (PMC) Bank by six months has dampened the spirits of depositors.

Depositors say the delay in accessing their money amid the pandemic is causing a lot of anxiety.

This is despite the fact that the Reserve Bank of India (RBI) has given in-principle approval, valid for 120 days, to Centrum Financial Services Ltd (CFSL) to set up a small finance bank (SFB), which, in turn, will rescue PMC Bank by acquiring it.

 

Chander Purswani, President, PMC Depositors Forum, said: “Extension of the directions by another six months (till December-end) without any money for the depositors is very insensitive.

“This is not acceptable. How do they (RBI) expect the depositors survive for the next six months? We need an answer to this question.”

Deposit withdrawals are capped at ₹1 lakh per depositor for the entire duration that PMC Bank is under directions.

 

The bank has been under directions for the past 21 months. Depositors, especially senior citizens, who depend on deposit income for meeting monthly expenses, are finding it difficult to survive.

Immediate succour

Purswani felt that the RBI should have at least provided immediate succour to the retail depositors, currently holding balances over ₹1 lakh, to withdraw up to the deposit insurance amount of ₹5 lakh.

Omprakash Teckchandani, a PMC Bank depositor, said: “The uncertainty as to what is going to happen to our deposits is killing us. Now that the RBI has found suitors to rescue the bank, it should be able to tell us how the money will be paid back to us.

“Some of the depositors are in a mess, not able to meet necessary expenses of life.”

Referring to the pitiful state of some depositors, who have crores of rupees saved in PMC Bank, Teckchandani said they are eating langar food at Gurdwaras, and seeking monetary help from kith and kin.

 

The central bank, in a statement on June 25, said certain proposals were received in response to the Expression of Interest (EOI) floated in November 2020 by PMC Bank for its reconstruction. “After careful consideration, the proposal from Centrum Financial Services Ltd. (CFSL), along with Resilient Innovation Pvt Ltd (BharatPe), has been found to be prima facie feasible.

“Accordingly, in specific pursuance to their offer dated February 1, in response to the EOI, the RBI has, on June 18, granted in-principle approval, valid for 120 days, to CFSL to set up a small finance bank (SFB)…,” the RBI said in a statement.

Merger

Once the SFB is floated, PMC Bank would be merged with it.

Jaspal Bindra, Executive Chairman, Centrum Group, said that CFSL and BharatPe, equal partners in the proposed SFB, will together commit ₹900 crore to their joint venture in the first year.

As and when required, the partners will commit ₹900 crore more. The minimum paid-up net worth requirement for starting an SFB is only ₹200 crore.

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HSBC commits $5 bln in corporate lending to help UAE growth, BFSI News, ET BFSI

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DUBAI: HSBC said on Sunday it is committing $5 billion in lending to “strong” companies in the United Arab Emirates to help drive the Gulf country’s growth plans.

The UAE‘s economy suffered in 2020, as vital sectors like tourism and hospitality were crippled by the COVID-19 pandemic.

Companies, government-linked institutions, as well as sovereigns Abu Dhabi, Dubai and Sharjah, have borrowed billions to bolster their finances and fund spending.

“Our research clearly indicates that UAE companies are ready to invest internationally and sustainably.” Abdulfattah Sharaf, HSBC’s CEO for the UAE and head of international, said.

“Our US$5 billion commitment, between now and 2023, will support plans that strong companies have to enter new trade markets, re-engineer their supply chains, to innovate – and to play an active part in helping shape the nation’s future growth story.” Sharaf added in a statement.

The commitment by the British bank marks 75 years since HSBC opened its business in the UAE, which is a major oil producer as well as a trade and commerce hub.

HSBC said its Navigator 2020 report showed 81% of companies in the UAE were expected to increase investment spending by end-2021, compared to 66% globally.



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